A hotel manager stands at the intersection of hotel owners, employees and guests in a role requiring a delicate balance to exceed the expectations of all three groups simultaneously.
The stakes are even higher when working for a hospitality giant such as Hilton, as Sergio Bocci has done for almost 40 years.
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Moving across Hilton’s brands in the Americas from the iconic Beverly Hilton hotel in California to Mexico and back, he has returned to manage California’s Hilton Anaheim three times.
Hilton Anaheim is one of the company’s key properties in the state, with a prime location next to the Disneyland Resort and opposite the Anaheim Convention Center.
Bocci tells Hotel Management Network what it takes to successfully manage a 1,574-room property while providing a Hilton-grade standard of customer service.
Flipping traditional hierarchies
Bocci’s “three-pronged approach” revolves around owners, guests and staff, but he recognises that the latter group is where managers can make the most impact.
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By GlobalData“Old organisational charts had the general manager on top followed by supervisors, team members and then guests. I take that and flip it around. So, the guest is the most important person – that’s why we’re here. And our function as managers is to support our team members to make sure they’re prepared and in a good place to take care of our customers.”
If a high level of support is provided to teams, then hotel operations become far more efficient and the benefits of this trickle down.
Bocci states that if team members are empowered, “they basically become like hotel owners because they understand the relationship between the hotel’s success and their own.”
The scenario he sets out is that if a guest doesn’t like their meal in the hotel’s restaurant and a staff member knows they can solve this challenge without having to ask permission from their manager, the guest will gain a positive impression and will naturally become repeat customers.
Technology is also crucial in team management. Bocci explains that his property uses Microsoft’s SharePoint tool and an internal website for staff communication.
This provides a two-way channel for feedback, as team members can give suggestions on any aspect of the hotel’s operations for management to consider.
In terms of AI, Bocci errs on the side of caution in a people-focused business. “We want to make it exclusive to us and we don’t want to be a beta. But we do still take advantage of it for things like digital keys or our PMS (property management system).”
Giving guests a balanced choice between technology-led stays or offering an interactive experience with staff is Bocci’s managerial preference.
Managing a high-profile hotel
Bocci recognises the perks of managing a location such as the Hilton Anaheim, which has a relationship with its neighbour Disney that provides steady bookings year-round. This is bolstered further by traffic from the Anaheim Convention Center.
The next decade looks positive for the hotel too, as in April 2024 Anaheim City Council approved plans for DisneylandForward, a plan to allow a new hotel, theme park, entertainment and retail developments around existing theme parks in the area.
This is on top of the FIFA World Cup scheduled for 2026 and the 2028 Olympic Games which will be hosted in Los Angeles, bringing in millions of spectators looking for hotel rooms.
To prepare for this longstanding influx of guests, Hilton Anaheim has begun a multi-million dollar renovation across the entire property.
Bocci emphasises that careful planning and communication are key to managing such a large-scale project while balancing natural reductions in business.
There is no ideal time to undertake such an immense renovation, but Bocci explains that the phases have been timed carefully to mirror the traditional guest experience of the season. For example, the pool will be renovated throughout the winter months.
“Keeping guests and staff informed about the renovation and transparency is very important. At the forefront, ensuring guests are still having a memorable and pleasant stay is all that matters, so providing small touches like special offers or complimentary amenities may help maintain guest satisfaction during the renovation period.”
To keep his team members involved, Bocci plans to organise a time capsule for staff to leave a memento of the hotel for years to come.
Hilton’s approach to hotel management
Released in April 2024, the American Customer Satisfaction Index ranked Hilton as the top hotel brand with two years of solid gains. This satisfaction is reflected in its workforce as well.
Bocci asserts that he wouldn’t work for another hotel company. “It’s not just about the job. Our entire culture is built around making sure team members are taken care of.”
Emulating Hilton CEO Christopher J Nassetta’s management style, Bocci achieves this at Hilton Anaheim by remembering details about every staff member and making himself available and approachable.
He also organises regular roundtables with every department as an open forum for staff to voice any concerns or ideas for improvements they might have.
“Opening those doors really makes a big difference in the overall atmosphere and relationships within the property. If [my staff] are comfortable talking to me, I assume that they’ll be comfortable talking to customers, because they know we have their back.”
On the topic of recent workers’ strikes that have hit hoteliers across Los Angeles, Bocci is understanding, given his extensive experience managing union and non-union properties.
“The one thing I do tell folks is whatever’s in that contract and gets negotiated, I’m going to sign it and stick 100% to it. My job during and after strikes is to make sure everyone is respectful and no one is treated differently. It’s not personal – it’s part of the business.”
Decades of experience with a hotel industry leader have made Bocci a shining example of the advantages effective hotel management can bring to properties and guests.
